Department Business Plan Progress Report. Communications. Reporting Period: Q4/2017

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1 Department Business Plan Progress Report Communications Reporting Period: Q4/2017

2 Goal 1: Strathcona County meets the need for open, transparent and meaningful stakeholder* communication and engagement. Outcome: Stakeholders are satisfied with the information they receive and the opportunity to engage with Strathcona County. Strengthen and integrate digital media as part of communications programs Develop internal communications strategy, following employee survey Review and redesign County websites Consistently apply the engagement policy and framework and the policy s guidelines : In Progress NS Work progressing to launch the online research panel. External website The website upgrade project is complete, and the new website has been launched. The major change is from department structure to topic structure, upgraded editing software and new look and feel in place making the website even more mobile friendly. Website development was informed by user testing, web analytics insights, content audit and modelling which included resident and staff input. Internal website Planning initiated in collaboration with ITS to determine platform Content audit and information architecture, procurement to start in Q1 Public engagement supported a number of large-scale projects in proper application including the Northeast River Crossing. Offered two sessions regarding how to write surveys and six sessions introducing staff to the public engagement policy, procedures, framework, handbook etc. Continue to mentor and assist staff on developing and implementing public engagement plans 2

3 Opportunities, Challenges and Other Public Engagement joined our team in July, rounding out the department s service offering and strengthening natural synergies between the two areas. Completion of the online research panel will provide good intelligence in terms of how our programs are being perceived, and further enhance our ability to serve County departments and residents. Key Performance Indicator/Measures Benchmark Target Residents feel informed about County programs, 77.8% (2013) 80% services and activities (Good/Very good) Resident rating of opportunities to express their opinions about municipal services or municipal issues Urban 45% (2013) Rural 35% (2013) 63.3% (satisfied/very satisfied spring survey) Urban 75% Rural 60% Resident satisfaction with County website 57% (2013) 78.7 (satisfied/very satisfied spring survey) 65% Employees are satisfied with the information they get about what is happening in the corporation 58% (2014) 51% engaged employees (2017 EE survey) 65% * Stakeholder citizens, community organizations, businesses, staff, County suppliers, other levels of government, and all other individuals and groups with whom Strathcona County works and/or serve 3

4 Goal 2: Strathcona County understands the strategic value of ongoing communications programs and specific campaigns. Outcome: Decisions about the most effective and efficient allocation of communications resources are supported by data. Assess level of uptake of brand messaging within and external to the community Quantify and report on success of ongoing programs and selected campaigns Directors receive yearly reports related to website usage and specific campaign performance : In Progress NS Next reputation survey to run in Q Ongoing Complete Continue to work with departments to design and report on campaign results Submitted for, and was awarded, international marketing awards (MARCOM) for lead role in the Community Talk campaign (platinum award), whiteboard video for Community Talk (gold award) and Chew on This dog bylaw review (honourable mention for postcard use as effective tactic 2017 web report being compiled and will be shared with directors, communicators and council. Opportunities, Challenges and Other Completion in 2018 of a follow up reputation survey will indicate whether public perceptions related to Strathcona County s brand messaging are moving in the right direction. Once the online research panel is operational, we will have another tool to offer our departments that they can use to assess how their programs are being perceived, further enhancing our ability to serve County residents. Key Performance Indicator/Measures Benchmark Target Stakeholder perceptions of Strathcona County related to brand messaging: Community of choice Empowers/enables citizens success Canada s energy engine 95% (2015) 80% (2015) 73% (2015) n/a 95% 80% 73% * Stakeholder citizens, community organizations, businesses, staff, County suppliers, other levels of government, and all other individuals and groups with whom Strathcona County works and/or serves 4

5 Goal 3: Strathcona County proactively addresses issues and opportunities with one, clear voice. Outcome: Strathcona County s position on key issues is well known, and communicated in a clear, consistent manner, increasing stakeholders perceptions of openness and transparency. Strengthen communications support for Council as key spokespeople Continue to assess and prepare organization to respond to potential and emerging issues Elected Officials/senior leadership are satisfied with the level of communications support provided and feel prepared to respond to issues : In Progress Continue to prepare Council to respond to issues of interest to the public through key messages, briefings and IYAA documents on a wide range of topics. Representing Strathcona County communications on Northeast River Crossing public engagement steering committee phase 1 and 2 engagement completed Led communication and community alert on unplanned water ban Communication planning and messaging in preparation for upcoming federal changes regarding the legalization of cannabis Developed key messages to address changes in Money Sense rankings Developed If You Are Asked on: Kinder Morgan bridge; recycling award; icy roads; Northeast River Crossing; winter maintenance budget; CPC name change; L announcement Appeal board permit decision, land use options within the Municipal Development Plan Communications participated in the managers and directors survey for the first time in Overall satisfaction with Communications services (satisfied/very satisfied) reported as follows: timeliness of response (88.9%); going the extra mile (80.6%); knowledge/expertise (100%); delivering what was needed (91.7%) and explanation for not delivering what was needed (91.7%). 5

6 Opportunities, Challenges and Other Social media continues to drive much of our conversation and activity. We make every effort to get ahead of issues. The environment is becoming increasingly complicated. Issues often cross department and division boundaries (slowing response times), and/or are driven by determined special interest groups cannabis is an example. Key Performance Indicator/Measures Benchmark Target Senior leadership participate in media and crisis 1 (2015) 1 (2016) 1 communications training (sessions per year) Elected officials/senior leadership satisfaction with the level of communications support provided and feel prepared to respond to issues (out of 5 scale rating) 4.8/5 (2016) 90.6% satisfied/very satisfied (2017 directors and managers survey) 4.5/5 6

7 Goal 4: New tools and/or processes adopted increase efficiency, effectiveness and consistency of Communications service delivery across Strathcona County. Outcome: Communications is efficient, effective and consistent. Continue to assess, adopt and develop innovative tools and processes Assessment of history and heritage resources within the Cultural Strategy : In Progress Complete The webteam continues to work with Utilities and Lift Interactive to develop an improved water usage calculator for the site. The Online Research Panel RFP was awarded to Insightrix Research. Much planning has taken place with the ORP Project team to work toward a launch in A comprehensive Election 2017 communications plan was implemented, with added initiatives to heighten voter engagement. Voter turnout increased slightly (39.1%) over 2013 (37.4%). The "Why Vote?" video was successful, receiving many favourable comments; social media analytics showed high viewership and engagement on Twitter (10,000+ impressions) and Facebook (17,000+ views). Communications led awareness efforts for the Fall 2017 Public Survey (over 1,000 respondents). History and heritage resource has been transferred to RPC Cultural Services branch, effective February 1, Successfully promoted historical videos The past where we live. Web analytics for 2017 Q1-2 show an increase of traffic to webpage of 254 per cent, with over a 600 per cent increase in instances where this was the first page visited (entrance page). By the end of December 2017, YouTube counts were: A rich and plentiful country views, and A specialized municipality views. Historical videos also promoted in RPC s Active Schools Guide, a resource for teachers in both County school systems. 7

8 Opportunities, Challenges and Other Historical videos have been well received, demonstrating the interest in the community for this work. Successful transfer of history and heritage resource to RPC, Cultural Services, provides an opportunity to strengthen this work. Key Performance Indicator/Measures Benchmark Resident rating of opportunities to express their Urban 45% 63.3% opinions about municipal services or municipal (2013) (satisfied/very issues Rural 35% satisfied (2013) spring survey) Resident satisfaction with County website 57% (2013) 78.7 (satisfied/very satisfied spring survey) Internal client satisfaction with services provided by County Communications (out of 5 scale rating) 4.7/5 (2016) 90.6% satisfied/very satisfied (2017 directors and managers survey) Target Urban 75% Rural 60% 65% 4.5/5 8

9 Goal 5: Communications supports a positive working environment and opportunities for learning and growth. Outcome: Employees are satisfied, empowered and motivated to learn, achieve and innovate. Actively practice and encourage open communication, active listening and support Provide timely and meaningful recognition and feedback Encourage participation in relevant training : In Progress Communications reviewed its employee engagement results (focus on areas requiring improvement) alongside comments arising from its SWOT session, and compared these against the values statements - to identify common themes requiring attention. Based on that review, we proposed three areas for immediate action: Institute a values moment as part of our department meetings Celebrate both successes within the department and external to the department Take more time at meetings to share information, trouble shoot potential issues, brainstorm solutions and ideas, support team members and celebrate 2017 PPR and 2018 goal setting complete. Continue to work on professional development goals with employees, and to encourage training. Opportunities, Challenges and Other Communications is a small, busy team. Addition of public engagement is a good move, but it does increase our services scope. Demand for our services continues to grow as well. All that to say that our best intentions with respect to values conversations and the like can be pushed to the side. This is something I would like to rectify in Key Performance Indicator/Measures Benchmark Target % of training and development budget accessed by employees 60% (2013) 19% (2017) 80% 9